Performance Management for a 21st Century Organization (SHRM Conference, 2015)
Summary
TLDR本视频脚本探讨了当前企业绩效管理系统存在的问题,并提出了改革的必要性。演讲者指出,75%的人力资源高管对他们的绩效管理流程不满,而管理者对此更加批评。演讲者将分享六个影响组织的因素,以及四项重要的研究或创新,这些因素和研究正在帮助组织发展更符合21世纪需求的现代绩效管理方法。此外,还将介绍一些新兴趋势和示范这些概念的公司。演讲者鼓励听众思考他们的绩效管理流程是否与他们所处的商业环境相匹配,并考虑如何利用所呈现的研究来创造更现代的绩效管理方法,以激励员工发挥最佳表现。
Takeaways
- 📈 绩效管理系统在很多公司中并未能有效激励员工,75%的人力资源高管对自己的绩效管理系统评价不高。
- 🌐 组织面临的六大影响因素包括经济复苏、全球化、竞争加剧、工作和劳动力的变化,以及知识工作者和千禧一代的不同需求。
- 🔄 传统的绩效管理流程已不适应现代组织的需求,需要更现代、更相关的方法。
- 🎯 目标设定理论表明,设定具体困难的目标比没有目标或泛泛的目标更能激励绩效。
- 🧠 神经科学揭示了绩效管理过程中的威胁状态如何影响员工的创造力和信息接收。
- 🤝 Carol Dweck的研究表明,成长心态的员工面对挑战和障碍时更愿意努力,并寻求反馈来学习和成长。
- 🤖 社交技术可以改善组织内的沟通和协作,提高知识工作者的生产力。
- 📑 一些公司如GAAP和Adobe正在减少或消除绩效评估过程中的文档记录。
- 🔧 大多数公司已经取消评级,以强调持续的对话而非评估。
- 💼 许多公司正在简化评级流程,专注于奖励杰出人才,而其他人则支付公平市场价值。
- 🌐 公司如HootSuite和Salesforce引入社交技术,创建更动态的绩效管理流程。
Q & A
演讲者提到了一个关于绩效管理系统的调查结果,这个调查结果是什么?
-演讲者提到,根据一个Sherm研究,75%的人力资源高管认为他们的绩效管理系统只能得到C或更低的评分,而且管理者对这一流程的批评更为严厉。
演讲者认为绩效管理的传统流程为什么不再有效?
-演讲者认为,绩效管理的传统流程不再有效是因为组织在过去十年中发生了变化,包括商业环境、全球化、竞争加剧、工作方式和劳动力的变化,这些因素都要求绩效管理流程更加现代化和适应性强。
演讲者提到了哪些影响组织变革的因素?
-演讲者提到了六个影响组织变革的因素:商业环境变化、全球化、竞争加剧、工作方式的变化、劳动力的变化以及知识工作者和千禧一代的需求。
演讲者提到了哪些研究或创新对绩效管理产生了影响?
-演讲者提到了四个对绩效管理产生影响的研究或创新:目标设定理论、神经科学领域的领导与管理理解、Carol Dweck的固定心态与成长心态理论,以及McKinsey全球研究所关于社交技术的研究。
演讲者如何看待目标设定理论在绩效管理中的应用?
-演讲者认为目标设定理论是影响绩效的最一致且有说服力的研究之一,但指出在实际应用中,我们没有提供足够频繁的反馈来激励目标设定。
演讲者提到的CAROL Dweck的两种心态理论是什么?
-Carol Dweck提出了固定心态和成长心态两种理论。固定心态的人认为他们的才能是固定的,而成长心态的人则认为才能是可以通过努力来提高的。
社交技术如何帮助改善绩效管理?
-社交技术如Yammer、Chatter、Jive等可以通过帮助员工理解共同目标和提供及时信息来改善组织的敏捷性和协作,从而创造更动态的绩效管理流程。
演讲者提到了哪些公司正在引领绩效管理的新趋势?
-演讲者提到了GAAP、Adobe、Hootsuite和Salesforce等公司正在引领绩效管理的新趋势,包括减少或消除绩效评估文件、取消评级、强调持续对话和教练/绩效,以及引入社交技术。
演讲者建议如何改进绩效管理流程?
-演讲者建议改进绩效管理流程的方法包括:减少或消除文件记录、取消评级、强调持续对话和教练、简化评级流程、奖励杰出人才,并允许管理者根据自己的判断进行有效的薪酬决策。
演讲者最后呼吁听众做什么?
-演讲者最后呼吁听众思考他们的绩效管理流程与所处商业环境的一致性,并考虑如何利用演讲中提出的研究来创造一个更现代的绩效管理方法,以激励员工发挥最佳表现。
Outlines
😀 绩效管理系统的挑战与变革
演讲者首先指出,尽管绩效管理系统被认为对驱动员工表现至关重要,但实际上许多公司在这一领域存在问题。根据Sherm研究,75%的人力资源高管对他们的绩效管理过程不满意。演讲者提出,我们需要重新思考现有的绩效管理方法,并探索新的方法。接下来,他将分享六个影响组织变革的因素,以及四个影响绩效管理的创新研究,最后介绍一些新兴趋势和示范这些趋势的公司。
🌐 组织动态对绩效管理的影响
演讲者讨论了组织动态如何影响绩效管理。他指出,年度目标设定已经不适应当今企业的需求,员工合作的目标可能不适合单独设定。管理者作为唯一反馈来源的传统模式在地理分散的工作环境中不再适用。矩阵工作结构下员工可能有两个管理者,这使得传统流程难以处理多源反馈。此外,年度或半年度的反馈不足以激励和保留顶尖人才,需要转向持续的绩效辅导。最后,演讲者提出,现代知识工作者不希望他们的绩效被任何人管理,我们需要重新考虑绩效管理的术语和评价过程。
📚 影响绩效管理的四大研究与创新
演讲者介绍了四个对绩效管理产生重大影响的研究和创新。首先是目标设定理论,它强调设定具体困难的目标比没有目标或“尽力而为”的目标更能激励绩效。员工需要对目标做出个人承诺,并持续获得反馈。神经科学领域的研究揭示了绩效管理过程中可能产生的威胁状态,这会影响员工的创造力。David Rock的SCAFF模型解释了个体如何响应绩效对话。Carol Dweck的研究介绍了固定心态与成长心态的概念,这对员工的工作态度和绩效管理方法有重要影响。最后,麦肯锡全球研究所的研究表明,社交技术可以改善沟通和协作,从而提高知识工作者的生产力。
🛠️ 绩效管理的新趋势与实践
演讲者总结了一些公司如何实施新的绩效管理概念。一些公司如GAAP和Adobe正在减少或消除绩效评估过程中的文件记录,以促进经理与员工之间的对话。许多公司已经取消了评级,以强调持续的对话并减少评级的负面影响。另一个显著的趋势是将重点从评估转移到为员工提供成功所需的技能和信息上。一些项目正在简化评级过程,专注于奖励杰出人才,而其他人则按公平市场价值支付。此外,一些公司引入了社交技术,如Yammer、Chatter、Workplace等,以创建更动态的绩效管理过程,使员工能够共享他们对共同目标的进展,并随时邀请任何人的反馈。
🔍 思考与行动:绩效管理的现代化
最后,演讲者呼吁听众思考他们的绩效管理过程与所处的商业环境的一致性,并考虑如何利用所呈现的研究来创造一个更现代的绩效管理方法。这种方法将推动公司的表现,并激励员工做到最好。演讲者强调,我们需要从管理绩效转向激发绩效,以适应快速变化的商业环境和现代员工的需求。
Mindmap
Keywords
💡绩效管理系统
💡全球化
💡知识工作者
💡目标设定理论
💡神经科学
💡固定心态与成长心态
💡社交技术
💡绩效反馈
💡评级制度
💡绩效管理创新
💡绩效对话
Highlights
75%的人力资源高管认为他们的绩效管理系统得分为C或更低,管理者对此过程的批评更为严苛。
传统绩效管理流程不再适应现代组织的变化,需要创新。
过去十年组织的变化包括经济复苏、全球化、竞争加剧和技术革新。
目标设定年度化已不适应当今企业的需求,需要更灵活的目标调整。
现代工作环境中,员工地理分布广泛,管理者可能不在同一地点,影响反馈来源。
矩阵工作结构使得跨部门协作变得尤为重要。
现代知识工作者和千禧一代寻求内在的成就感和持续的反馈。
目标设定理论强调设定具体困难目标的重要性以及持续反馈的必要性。
神经科学表明绩效管理过程中的威胁状态会抑制员工的创造力。
SCARF模型解释了个体如何响应绩效对话中的五个元素。
斯坦福大学的Carol Dweck博士提出固定心态与成长心态对工作生活的影响。
麦肯锡全球研究院研究表明社交技术能显著提高知识工作者的生产力。
GAAP和Adobe等公司正在减少或消除绩效评估过程中的文档记录。
许多公司正在取消评级制度,以强调持续对话和减少评级的负面影响。
绩效管理趋势正从评估转向教练/绩效,强调为员工提供成功所需的技能和信息。
简化评级流程,重点奖励杰出人才,其他人按公平市场价值支付。
HootSuite、Salesforce和Synaptics等公司引入社交技术,创建更动态的绩效管理流程。
建议思考现有绩效管理流程与业务环境的一致性,并利用研究创造更现代的方法。
Transcripts
okay and my understanding is somehow
miraculously my slides have appeared up
here thank you very much and thank you
all for joining me here this morning and
they told me that even though they know
that my voice projects they're going to
turn up the volume here in just a moment
here okay there we go so thank you for
joining me if I were to ask you guys how
many would say that in your company your
performance management system is key in
driving performance and it motivates
your employees to be the best they can
be how many of you would raise your hand
and say absolutely okay you guys
literally nobody is raising their hand
and that's kind of what I thought in
fact a recent Sherm study said that 75%
of HR executives felt that their perform
would rate their performance management
process as a see or lower and managers
are even more critical about our process
the question is what's wrong with the
approaches that we use today and what
can we do about it now
imagine a world where managers and
employees are energized by having
performance conversations it can happen
and in the next 18 minutes I am going to
share with you the six factors impacting
organizations today that indicate how
organizations have changed over the past
decade and why our traditional processes
no longer service very well I'll also be
sharing with you the four most
influential bodies of research or
innovations that are happening in
performance management that are helping
organizations develop more contemporary
approaches approaches more relevant for
21st century organization and then I'm
going to bring that all together to
share with you some emerging trends and
the companies that are demonstrating
some of this today so there are many
factors that are reshaping organizations
today and I was told this would have a
little dot on it and it doesn't these
first three factors
really refer around the business
environment growth is coming back to
organizations as the economy continues
its recovery and organizations are
constantly having to look forward and
anticipate change based on technological
innovation and business model disruption
globalization has resulted in a great
deal of growth in emerging markets not
in the United States and this has
resulted in the fact that many employees
are working in globally dispersed teams
and sometimes your manager may be
residing in a different country so that
presents a challenge increased
competition means that organizations
constantly have to innovate and access
to the right talent is the greatest
inhibitor to growth in fact as Henk
pointed out in his opening session a
recent study by the conference Executive
Board said that the number one challenge
faced by CEOs today is human capital
followed closely by innovation the next
three factors up here really have more
to do with the work and the workforce
hello given the pace of change today
organizations need to constantly adapt
and reprioritize what types of things
that they're working on so the goals
that we said at the beginning of the
year are often shifting and changing
based on changing business needs more
and more today people are working on
teams in fact many organizations have
moved to matrix work structures making
collaboration across boundaries more
important than ever before and last but
not least we have the workforce not only
our employees dispersed geographically
the type of workers that we have in
organizations today is fundamentally
different from when performance
management was first invented
performance management was invented in
the industrial era today's knowledge
workers are motivated by an internal
sense of fulfillment by doing
interesting work and by developing their
own expertise and then we have the
Millennials who are constantly searching
for more feedback and coaching so that
they can have a greater impact so what
are the implications of these
organization dynamics for performance
management let me share a few with you
today and I'm going to start with goal
setting our typical process of setting
goals annually simply is out of pace
with the needs of a business today and
setting goals individually with our
employees may not really necessarily be
appropriate when employees are
collaborating on goals together managers
have typically been the sole source of
feedback for an employee and in today's
work environment where people are
geographically dispersed the manager may
not be co-located with their employees
so they may not be the best source of
input also in very technical jobs it may
be that the peers have better insight
into the skills and abilities of their
co-workers than their managers sometimes
so maybe there are other sources of
input that we should be considering in
matrix work structures employees have
two managers and our traditional
processes have never dealt well with
inputs from multiple managers think
about the situations you guys have all
experienced this where you have more
than one manager over a year right we're
restructuring we're changing our manager
leaves we get a new manager and how do
we deal with the input from multiple
people in that situation
and how often is it that a new manager
is left with the responsibility of
providing a review on an employee they
don't know very well so we need to
invite more sources of feedback the
process of providing feedback annually
or semi-annually will not motivate and
retain top performers and bottling up
feedback for an end-of-the-year process
means a lot of information gets lost
along the way so we really need to move
from periodic feedback to ongoing
coaching for performance and lastly I
come to language and labeling today's
knowledge workers do not want their
performance to be managed by anybody it
is not a good term okay so we just have
to think about the term performance
management and what that says to our
employees and then the process of
labeling people through the evaluation
process means that a large number of
people who aren't at the highest ratings
may be disenfranchised are just engaged
by the actual rating that they get so we
need to think about that labeling and
what that means for employees so let me
now move on to the four most influential
pieces of research or innovations that
are impacting performance management
today and I'm going to start with goal
setting theory which of course is
absolutely nothing new but it is some of
the most consistent persuasive pieces of
research that we have out there about
influencing performance and what we know
is this setting specific difficult goals
motivates performance more than setting
no goals or setting do your best goals
for motivation to occur employees need
to personally commit to the goals that
they have that they are trying to
achieve and they need to receive ongoing
feedback on progress against that goal
for motivation to occur
so let me pause there this is where the
whole process breaks down we do not
provide feedback frequently enough for
goals to be motivating and that's where
the process we have breaks down now let
me let me point out here that nowhere in
this theory of research does it say that
rating people on goals is a source of
motivation okay that's not part of that
the field of neuroscience has been
contributing to our understanding about
how to lead and manage employees over
about the last five years so every five
seconds our brain is automatically
computing whether or not we're in a
threat or reward state and unfortunately
the performance management process is
filled with elements that create a
threat State and what happens then is
that our the creativity centers of our
brain automatically turn off and shut
down to new information in a protection
state David Rock has created a model to
demonstrate or talk about how a
individual responds to a performance
conversation so let me very quickly
review the five elements of his scarf
model when an individual gets a rating
their status may be threatened by that
rating and how it compares to prior
evaluations that they got and since the
one thing we know is that all employees
believe that they are above average a
mathematical impossibility we know that
a majority of employees are going to be
threatened by their actual rating change
creates uncertainty so any change in how
we've been rated in the past will create
a stress response Bottling that fee
back for the end of the year performance
conversation creates a great deal of
uncertainty in what's going to happen in
that conversation our brain likes
stability and control and it likes to be
in the driver's seat in a performance
review conversation the managers in the
driver's seat and that reduces an
individual's
level of autonomy and is a perceived
threat and we very quickly compute in
our brain how much were like those
people around us and if we get a rating
from a manager that we really like and
it's less than stellar it will threaten
our perceived relationship or
relatedness with that manager and
finally we come to fairness if we
perceive any bias or favoritism in there
our performance rating or if we don't
feel that our effort is being adequately
rewarded then anything in that payer
performance conversation may be
perceived as a threat dr. Carol Dweck
from Stanford University has introduced
new research regarding two different
mindsets and how they impact our work
lives and how we approach our work our
lives in our work and she refers to
these two different mindsets as the
fixed mindset and the growth mindset she
argues that some that many managers and
some companies like an Enron they
emphasize that fixed mindset employees
are hired and compensated because
they're stars they have inherent
brilliance or talent and that talent is
fixed it doesn't change so employees
with a fixed mindset they avoid
challenges and obstacles because
anything then anything less than stellar
performance may cause other people to
question their initial assumption about
your relative brilliance
these employees also do not exert a
great deal of effort and trying to get
to an outcome because they don't think
that effort will change it yeah either
got it or you don't got it and that's
the mindset fixed mindset employees
avoid criticism and they are threatened
by the success of other people so these
employees are unlikely to help their
peers be successful now in contrast
growth mindset employees they embrace
challenges and they work really hard
when they're faced with obstacles
because they see that as a path to
personal growth they seek out all types
of feedback as a point of learning and
they want to grow and be their best and
they are energized by the success of
other people and they want to help other
people be successful so that they can
learn from their success this research
has huge implications for how we
approach performance management and how
we talk to our employees so that they
develop a growth mindset the McKinsey
Global Institute has done some research
and said that two-thirds of the value
creation that comes from social
technologies lie in their ability to
improve communication and collaboration
within the organization and they
estimate that companies that leverage
social technologies can actually improve
the productivity of knowledge workers by
twenty to twenty five percent so tools
like Yammer and chatter were calm and
here 7ps can help improve an
organization's agility and collaboration
by helping employees understand how
we're all performing against common
goals and providing us with information
that we need to know when we need to
shift and change
by leveraging these social technologies
organizations can create a more dynamic
performance management process and one
that helps influence accountability to
the team and there is nothing like peer
pressure to influence performance
management process that is more
dependent yes--we knowledge of change
and we need to move from managing
performance to inspiring performance so
here are the going to be the trends and
the trend setting companies that were
watching today that are demonstrating
how companies are executing on some of
these concepts companies like GAAP and
Adobe are reducing or eliminating
documentation in the performance review
process yeah that sends shivers down the
spines of most HR professionals and
lawyers but they're doing it for two
main reasons
one managers spend way too much time
documenting performance and not enough
time actually having a dialogue with
their employees about their performance
and number two often the documentation
we have doesn't serve the legal action
that we would like to take with an
employee now virtually all of these
companies have eliminated ratings and
the reason companies are eliminating
ratings are to put more emphasis on
ongoing dialogue and to minimize any
unintended consequences of rating a
majority of your employees meets
expectations a rating that I will tell
you does not give people the warm
fuzzies okay the concept of looking
forward and coaching / for performance
versus looking backward and evaluating
performance is another significant shift
that we're seeing this places less
emphasis on evaluation and
more emphasis on providing employees
with the skills and the information that
they need to be successful in a recent
benchmarking study that I did literally
every company that I talked to said that
they were looking to improve the
coaching and development aspects of
their performance management process
because they saw that as a key to
motivating and retaining top talent this
is also a trend that really supports
that growth mindset a number of projects
that I've worked on recently have we've
looked at what is the difference in the
actual payout to employees across the
rating scale and how much time does it
take to get to that outcome and it turns
out that we spend an enormous amount of
time for very little difference
differentiation for a real impact on the
employee you know after taxes after
everything very little real impact so
many companies are actually trying to
simplify their rating process and
they're moving to a focus on rewarding
exceptional talent and paying everybody
else their fair market rate this change
has resulted in a move away from strict
compensation guidelines to allowing
managers to use their budgets as they
see fit and providing managers with
guidance on how to make effective
compensation decisions and then finally
we have companies like HootSuite and
Salesforce and synaptics that have
introduced social technologies to help
create a more dynamic performance
management process where employees can
share their progress against common
goals
and where they can invite input from
anyone at anytime so that performance
feedback is occurs on more of a
just-in-time basis
so when you go back to your offices what
I would like you to do is think about
how well aligned is your performance
management process with that business
environment that you operate within and
then how might you leverage the research
that I presented here to create a more
contemporary approach to performance
management one that will drive
performance in your company and motivate
employees to be their best thank you
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